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South Tyneside Health Care NHS Trust Harton WingSouth Tyneside District Hospital Harton Lane, South ShieldsTyne & Wear NE34 0PL

Tel: (0191) 454 8888Fax: (0191) 427 9908Web: www.sthct.nhs.uk

Annual Report and Accounts 02/03

Thanks...The Trust would like to express particular thanks to Ward Hadaway, theTrust’s solicitors, for supporting the production of this Annual Report.

DesignMichael Barlow, Gateshead and South Tyneside Graphics Service, Public Health Development Team, South Tyneside Primary Care Trust

Brief History:

We were established as an NHS Trust in 1993 to provide community and hospital services to thepeople of South Tyneside and the surrounding areas. From 1st April 2002 the community servicestransferred to South Tyneside Primary Care Trust and mental health services to South of Tyne andWearside Mental Health Trust.

Our Mission is:

To provide a comprehensive range of high quality health care services in our hospitals, clinics or at home to meet the needs of the local population and others who wish to make use of our services

Our aims are:

To be a provider of local acute health services

To work in partnership with other local agencies, continuously improving local services and access to specialist services

To be a moderniser of services maximising the use of new technologies, constantly striving to improve

To always look to add value to the local range of services available but not to distract from core services

To be acknowledged as ‘best in class’ for what we do

To achieve the highest standards in all elements of service, measured, tested and validated

To be performance focussed

To be patient and public centred, providing services which are friendly, responsive, high quality and offering choice and timely access

To be recognised as an excellent employer

The purpose of our Annual Report is to provideyou with information about how we havemanaged our services on your behalf. We wantthe document to be as helpful as possible andwould welcome your comments to help usimprove the way we provide this information.

If you would like to make any comments or haveany queries, please return the tear off pre-paidreply card below, or write to Lorraine Lambert,Chief Executive, at the address shown on theback cover of this report.

PrintPotts Printers (0191) 257 0817

PhotographyExcept where indicated, by: Michael Barlow LBIPP, Gateshead and South Tyneside Graphics Service,Public Health Development Team, South Tyneside Primary Care Trust

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South Tyneside Health Care NHS Trust Annual Report & Accounts 2002-03

This is the Annual Report for South TynesideHealth Care NHS Trust for 2002/03.

Achievements and information

It sets out our main achievements for the yearand provides information about our accountsand the way our services are managed. Wehope you find it interesting and useful and wewould be very pleased to receive any commentsfrom you about it or about our services.

Let us know what you think

Please feel free to use the reply paid card insidethe back cover to let us know what you think.

Introduction

“Just to say ‘thanks’ is anunderstatement to thegratitude we feel for the helpand support you have givenus. You have helped not onlyphysically but emotionallywith what could have beenan unbearable time for us. We couldn’t have asked forbetter staff and wouldn’thave coped without you.” Letter to the Oncology/Haematology Day Unit

Secretary of State for Health, Alan Milburn, presenting

Elsie Richardson with her Employee of the Year award

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Annual Report & Accounts 2002-03

A year of change

This has also been a year of change. Some ofour services transferred at the start of the yearto new organisations, the South TynesidePrimary Care Trust and the South of Tyne andWearside Mental Health Trust. We have beenworking closely with them to make sure thatthese new arrangements went smoothly. Wehave also continued our excellent partnershipworking with South Tyneside MetropolitanBorough Council and in particular this yearhave taken part in the development of thelocal scrutiny arrangements.

Our local Community Health Council will alsocease to exist this year. We pay tribute here toall the hard working members and officers ofthe Council who over the years have done somuch to support patients and have taken sucha keen interest in local health care. We haveenjoyed an excellent relationship with themand thank them sincerely for the good workthey have done.

Volunteers

Our introduction would not be completewithout mentioning the wonderfulcontribution made to local health care by themany volunteers who give so much time tohelp us. They ask for very little but give somuch and we are proud and humbled to beassociated with them all.

Most of all we are grateful to the people ofSouth Tyneside whose support for local healthservices is really outstanding. We hope youenjoy reading this report and look forward toanother successful year.

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4 South Tyneside Health Care NHS Trust

A word from the Chairmanand Chief ExecutiveThis has been a truly outstanding year for localhealth care. We have seen huge investment inlocal services, new ways of working and reallyexcellent performance against the targets setfor us in delivering even better care for thepeople we serve.

Achievement

The theme of our Annual Report this year is‘Celebrating Success’. We are proud of thework we do and very grateful to everymember of our staff who, day to day, do theirbest to provide the highest quality of care for

our patients. This report aims to show some ofthese achievements and to help you to judgewhat we are doing to deliver better services allthe time.

Three star status

We have recently heard that we have regainedour 3 star status in the NHS PerformanceRatings and this has been a tremendous andwell deserved boost for all of our team. Weare not complacent though and will continueto look for improvement in all that we do.

Peter Davidson

Chairman

Lorraine Lambert

Chief Executive

Staff celebrating the news that the Trust has regained its three star status

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These comments were received about our maternity services but are typical of themany letters which arrive each week thankingour staff for the wonderful job they do. This year we have spent over £1 million on asuperb new delivery suite which our expectant

mums helped our staff to design. This was onlyone of many service improvements on whichwe spent more than £5 million in the year.

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Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3A word from the Chairman and Chief Executive . . . . . . . . . . . . . . . . . . . . 4

The rest of this report has three sections. These are:

Section 1 - Celebrating Success A brief account of our main achievements in 2002/03:

In improved patient care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7In performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10In new ways of working . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12In customer care . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15In continuous improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Through our staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20By reward and recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Section 2 – Managing for youThe formal report we must make each year about our accounts and theway our services are managed:

Managing for you . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Our equality statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26How the Community sees us . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Looking to the future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Operating and Financial Review . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30

Section 3 – Useful informationWhat services we provide, where they can be found and how to contact them:

Services we provide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42Where we provide our services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Trust Board meetings for 2004 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

Over to you A reply paid card for you to send us your comments about this report or any of our services. We promise to listen to your comments and reply to you.

Contents in improved patient care

Certificate No.FS 27359

Hospital Sterilization andDisinfection Unit

Women’s Services

Health Promoting Trust

Awarded for excellenceBede Day Hospital

Community Dental ServiceRadiology Department

Stroke Rehabilitation UnitPalmer Community Hospital

Paediatric UnitCatering Services

Bede Wing In-patient Services

Celebrating success...

“We felt we had to write to you to tell you what wonderfulservice we received from all areas of your department. Too manypeople seem to denigrate the health service so we felt itimportant to pass on praise where it was due. Our midwife, AnneHill, did a superb job preparing us and monitoring the birth ofour first child, Christian Dominic. All aspects of your service wereexceptional. All the staff we encountered were really caring,friendly and efficient. The care Christian and I received in hospitalwas second to none. All staff in delivery, maternity and specialcare were outstanding. The food was very good too! My husbandwas overcome by the warmth and commitment of the staff. Hewas made to feel fully involved and welcome whenever heattended appointments and visited us in hospital."


£150,000 was spent on Health & Safety and Fire Safety making sure we meet the high standards expected of us

We spent £20,000 improving signs for patients and visitors

Improvements are being made to lifts in our main ward block at South Tyneside District Hospital to meet the needs of disabled people at a cost of £50,000

£10,000 was spent making the main entrance to South Tyneside District Hospital more pleasant and more accessible for disabled people

We have almost completed direct results reporting from our Pathology Department straight to GP practices

We fully meet the requirements for single sex accommodation

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Others service improvements include:

£3 million spent on completely replacing our radiology equipment with the most modern available.A new computer system means the patients x-ray can now be looked at on the desktop computer wherever it is needed

Bedside telephones and televisions were provided for every patient

A new Oncology/Haematology Day Unit costing £300,000 has been opened meaning many patients, who would previously have had to travel to Newcastle, can now have their cancer treatment and care locally

16 wards have been redecorated in the last two years

Moorlands Day Hospital for older people has been upgraded at a cost of £100,000

£150,000 has been spent on our operating theatres

Our staff now have a new workplace nursery which cost £300,000

South Tyneside Health Care NHS Trust

Interesting fact!We undertook 84,000x-ray examinations lastyear and it now takes 30seconds to do a scan onour new multi-slice CTscanner as opposed to 9minutes on the old one!

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Patientline system with Ward Housekeeper Diane Marshall

Senior I Radiographer Geraldine Price using

our state of the art Picture Archiving and

Communication System (PACS)



99.9% of patients admitted to hospital from A&E were founda bed within 4 hours of the decision to admit. Only 3 patients waited over 4 hours in 2002/03

Cancer standards have been achieved in all identified cases

A new nurse-led heart scanning service for angina diagnosis has reduced the waiting list from 6-7 months to around 3 months

The national target for providing clot busting drugs to heart attack patients within 30 minutes of arrival at hospital was achieved

All patients referred to our rapid access chest pain service were offered an appointment within two weeks

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in performance

This comment received from a patient’s relativeshows from their point of view just how busyour hospitals have been, working hard to makesure that patients are treated as quickly aspossible and that they receive the higheststandards of care. We were very proud of notonly meeting the targets set for us but ingoing further than those targets wherever wecould. For example:

At the end of March 2003:

Only 1,589 patients were waiting for admission, 125 better than the target of 1,714

No patients were waiting more than 9 months for admission

No patients were waiting more than 13 weeks for a first outpatient appointment

Over the year only 77 patients had their operation cancelled. 30 were cancelled on the day of operation and all of these were given a new operation date within 28 days of cancellation

94% of patients attending A&E waited 4 hours or less from arrival to admission, transfer or discharge


“My father has recently had a cancer bladder removal operation atSouth Tyneside Hospital in South Shields. I was extremely impressedby the service which my father received at South Tyneside Hospital.He is still recovering from his operation, but I could hardly believethat he only spent two days in HDU – and I cannot speak highlyenough of the level of care and attention he received from the staff.He is currently back on Ward 8 and has seen a quick turnover ofpatients in the two weeks that he has been there. I would like tosend my heartfelt thanks and admiration to the staff.”

Interesting fact! Last year we had 27 sets of twins born at South Tyneside DistrictHospital, 12 home births and 179 babies were cared for in ourspecial care baby unit

Mothers-to-be demonstrating

the Birthing Pool which has

been installed in our newly

refurbished Delivery Suite

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CT scans are now available 24 hours a day

Nurses in some areas such as Paediatrics and midwives in the Maternity Unit have also extended their skills to undertake some of the work of junior doctors

Our midwives have successfully developed aslead professionals in the community, managing 75% of normal pregnancies in 2002

A team of doctors from Germany visited the hospital to do additional operating lists to help reduce the number of people waiting for orthopaedic surgery across Tyne and Wear. This was one of the first of these type of schemes in the country and it helped more than 250 patients have their surgery earlier than they would have otherwise

Many senior staff in A&E have been trained to give clot busting drugs as patients arrive in the department

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in new ways of working

These comments received from a strokepatient show just how important everymember of the team is to good patient care.We understand this and have worked veryhard to make sure that all our staff can usetheir skills to make sure that patients get thebest from our service. Examples of how we arealways looking for new ways of working toimprove services for patients include:

Nurses are leading new services providing some outpatient clinics and nurse endoscopy services and developing services for patients with liver disease

Some radiographers are now trained inreporting certain x-rays, which reduces patient waiting times


“How do I begin to find the words to express the debt I owe youfor giving me back my life? God forbid – you will never experiencethe fear and frustration I felt during the period of aphasiafollowing my TIA – but I will carry with me for the rest of my lifethe memories of the kindness, understanding, support and expertmedical care given to myself and my family by people who wereintroduced to me as strangers but developed into what felt likeclose, loved friends. From the top surgeon, through the doctors,nurses, technicians, support staff along to the traffic wardens (!) I have the greatest admiration for everyone and the part youplayed. Never assume your work was taken for granted. It appearsso far that my operation has been a complete success – fingerscrossed – I feel fantastic! I will never forget you. Thank you.”

Chief Executive Lorraine Lambert with members of

the visiting German Orthopaedic Team

Senior I Radiographer Cathy Pearson operating our new multi-slice CT scanner

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It is always a pleasure to receive goodfeedback about our services but this is evenmore so when people take the time andtrouble to write to us at a time of greatpersonal sadness. Giving patients and their

loved ones the all round care and support theyneed is a high priority for us and we haveworked towards improving this important areaof work in a number of ways:

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in customer care

A stroke specialist nurse assesses all stroke patients who are admitted to hospital providing advice on risk factors and lifestyle to over 80% of these patients against a national average of only 37%

A clinical nurse specialist now co-ordinates our acute pain service and provides support to our chronic pain service

Expert Intensive Care staff are now available to go out and provide support to other wards in caring for very sick patients

An education programme has been introduced to help all staff in caring for people with diabetes

Skilled physiotherapists now provide an injection therapy service and an acupuncture service

Our midwives who are expert in ultrasound scanning have improved access to the early pregnancy service

Emergency nurse practitioners in A&E provide fast treatment for people with minor problems

A new scheme ‘See & Treat’ is being tested in A&E with major reductions in waiting times

A pilot project is underway where a Health Care Liaison Nurse will make sure that people with learning disabilities have good access to health care


“I recently visited South Tyneside Hospital when my brother was apatient on Ward 1. I am writing to convey my heartfelt thanks to allthose who made his last days as comfortable as they could be and stillfound time to help his relations and friends cope with his terminalillness. ...I should like to thank Sister Jane Barnes and her team ofnurses for the care and attention they showed to me and my familyat this distressing time. They were always polite, even when at times Iwas upset and wanting quick attention. They appeared at times to beworking under such a demanding pressure of work, but were alwayshelpful. The other team members (ancillary staff) were very kind,ensuring we had refreshments as we needed them and that we werecomfortable. I should also like to thank Jimmy Youll, the MacmillanNurse. He was so kind and Dave was greatly appreciative of the carehe gave. ...I obviously wish that I could be writing this letter with agood outcome for my brother but some things are not to be, and Ithink it’s important that praise be given even when the outcome isnot good. I think we are very fortunate to have such dedicated andcaring people in our health service.”

Injection therapy service from Superintendent

Orthopaedic Physiotherapist Christine Turner


New arrangements have been introduced for the investigation of complaints which include an early contact with the complainant by the person investigating the complaint, to double check we have fully understood the concerns

Our customer care training has been nationally recognised

A latex policy has been introduced following a complaint from a patient with a latex allergy

The use of cot sides is being reviewed following reports of incidents of patients falling out of bed

We try to help people to sort out any problems as quickly as possible without the need for a formal complaint and our new Patient Advice and Liaison service working with staff has been very helpful in this area

In 2002/2003 168 complaints were received.160 of these were resolved at the first stage ofthe NHS complaints procedure, ‘LocalResolution’, 8 were referred to our ComplaintsConvenor with requests to proceed to thesecond stage of the Complaints Procedure,‘Independent Review’, and of these 4 wereaccepted for Independent Review. Nocomplaints were investigated by the HealthService Ombudsman during the year.

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Two Clinical Specialist Physiotherapists now work in GP practices to provide a first point of contact for patients with musculo-skeletal problems reducing the need for patients to be referred to hospital for treatment

The Acute Respiratory Assessment Service (ARAS) helps patients to go home sooner and prevents unnecessary hospital admission

Stroke patient surveys told us that 90% of those who replied felt that all information received was appropriate and very useful; 55% had changed to a healthier diet; 30% had stopped smoking and 45% had cut down on alcohol

We have used patient stories and have conducted observations of care to assess the care delivered to patients and to use feedback to improve services

We continue to have Charter Marks for customer care in Children’s Services, Radiology, our Stroke Rehabilitation Unit, and Palmer Community Hospital. Women’s Services and the High Dependency Unit are both proud of their award of ISO 9002

Live music therapy has been introduced into the Intensive Therapy Unit working with the Customs House

In a pilot study, all breast cancer patients are offered aromatherapy and massage froma trained therapist before and after surgery

Of course there are times when we do not getit right. Whether it is through learning fromcomplaints or things going wrong, we try ourbest to make any changes that are needed andto listen to what you tell us. Some examples ofhow we have introduced changes as a result ofpatients experience include:

A new policy has been introduced for pregnancy scanning where a third opinion is asked for if two experts have different opinions on a scan

The arrangements for the reception, handover and collection of elderly patients coming to hospital for investigations has been reviewed and changes made


Anthony McGhee, patient, who has

received a Life After Stroke Award

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Ann Quarrie, Pets as Therapy, with her dog Sweep

on the Stroke Rehabilitation Unit

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We use our internal Trust web site to make a wide range of important information available to all staff

A good practice display board has been put in the staff restaurant and is updated regularly

New visiting arrangements have been introduced and more comfortable and welcoming facilities for visitors

As a result of feedback from patients we are changing the way we prepare people for anaesthetics

We have worked with the University of Sunderland and are part of the International Network of Health Promoting Hospitals

Working with local universities we are encouraging more and more of our staff to undertake new research

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in continuous improvement

This kind of attention to detail is a key part ofgetting things right for patients and we arealways looking to improve what we do. Weuse a process called clinical governance whichhelps us to understand better what we do, tolook at the results and to make changes wherethis will make a real difference. This evidenceof commitment to improving what we do ledto us receiving a positive report from theCommission for Health Improvement in July2002. Some examples of what we have done inthis area include:

A revised x-ray reporting system has been introduced to reduce the risk of junior medical staff missing fractures outside normal working hours

We have a Clinical Incident Review Group which looks at things which go wrong and makes sure we take any action needed

A Clinical Audit Forum makes sure that good practice is shared


Debra Stephen, Clinical Nurse Leader (Modern Matron)

“At 9.30 a.m. this morning I attended Wheelchair Services to pickup a wheelchair, and what an experience that was! I had simplythought I would pick up a chair, sign for it and then be away inhalf an hour! But no! I was interviewed by Helen and was given avery thorough investigation into a) what was suitable for me andb) what was suitable for my carer. The care and attention given toboth our needs was absolutely fantastic, and both my carer and Iwere most impressed with the meticulous attention given to everyaspect. Very many thanks for this care and service.”



We introduced our on-site workplace nursery

Because of its growing popularity our 4th Annual Staff Reward & Recognition Ceremony was held at a bigger venue at South Shields Customs House

Once again we were confirmed as an Investor in People and were awarded Improving Working Lives Practice status

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through our staff

This lovely comment from the wife of apatient was mirrored by the Commission forHealth Improvement which in July 2002 said:

“…we were impressed by the dedication andfriendliness of its staff and by the commitmentat all levels to providing a quality of service ona local basis”

It is very important that we recognise thecontribution of our staff and the work theydo. Amongst our achievements were:

Over 95% of our junior doctors have rotas which meet working time regulations

We saw a reduction in accidents and violent incidents

We agreed a Management Development Strategy and a revised Learning and Development Strategy

We successfully recruited to key posts from various parts of Europe and India

Our Staff Attitude Survey showed an improved score about staff involvement, communications, flexible working and openness

Communicating with staff remained a high priority, through team briefing, the Annual Report Roadshow, the Chief Executive Roadshows, Trust Board visits, our Joint Consultative Committee and our Annual Report supplement and our newsletter – ‘Inside Story’


“Last week my husband took ill while we were shopping. I phonedan ambulance which arrived quickly. The paramedics took chargeand got him straight to hospital where he suffered a heart attack.The Accident and Emergency staff took over and saved his life. The nurses kept us informed and were very considerate. Dave wastaken to the Coronary Care ward. He received excellent care and isnow home. Our family is very grateful to everyone from thehospital who was involved in his recovery. I feel it is time weappreciate what we have in our local hospital, a dedicated staffwhich saves lives as part of their daily routine. Once again, thankyou all and God bless.” David Miliband, MP for South Shields and Minister for School Standards, at the official opening of

our workplace nursery, which is being run by Ashfield Nurseries

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“It may seem a strange principle to enunciate as the very firstrequirement in a Hospital that it should do the sick no harm.” Florence Nightingale 1859



The Marsh Risk Management Award:Medicine/Elderly/A&E Risk Management Team

The Ward Hadaway Communications Award:ITU DepartmentThe Lady Dorothy Heyman Scholarship:Emily Weinel

The Medical Director’s Award for Outstanding Achievement:The Orthopaedic Senior Medical Team and the Theatre Team

Category Winners

Administrative/Clinical/Central Services:Elsie Richardson

Nursing & Midwifery + Health Visiting:Lynne Pounder

Estates & Facilities:Maureen Lynch

Medical Staff:Dr John Parr

Clinical Support Services:Peter Waters

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by reward and recognition

The role our staff play in helping the peoplewho need our services is vitally important. Allof our staff are dedicated to providing the bestpatient care but sometimes someone gives thatlittle bit extra and we aim to recognise thatpublicly in our annual ‘Reward and Recognition’ceremony. This year’s winners included:

Employee of the Year:Elsie Richardson

Team of the Year:Ward 3 nursing and support staff, Palmer Community Hospital

Volunteer of the Year:The Coping with Cancer Team

Dorothy Blenkinsop Clinical Nursing Project Award:Theresa Stewart

BKR Haines Watt Award for Innovation in Non-Direct Clinical Areas:Pets as Therapy

Huntleigh Healthcare Clinical Innovation Award:Sharron Hopper and Lynn Jameson


The Orthopaedic and Theatre teams receiving the Medical

Director’s award for outstanding achievement

“My 91 year old father was taken to South Tyneside DistrictHospital after a tragic accident, featured on the front page of theGazette on May 23. If I’d paid £1 million, he could not have hadbetter care and attention from all nurses and doctors in the traumaunit. The nursing skills were unbelievable and I can’t say enoughabout the doctors, then to be taken to High Dependency Unitwhere more hard work and care was given. I’d just like to say a bigthank you to all concerned, and I was very grateful for all thekindness shown to my 87 year old mother and my family. Thesedoctors and nurses are worth their weight in gold. Unfortunately,my father died on May 25.”

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Employee of the Year, Elsie Richardson

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The Chief Executive was appointed followingnational advertisement by a panel comprisingthe Chairman, Non-Executive Directors, theRegional Director of the NHS Executive andshe is employed on a 3 year fixed term rollingcontract which may be terminated by 6months notice by either party unlessterminated prematurely. The remainingExecutive Directors are employed onpermanent contracts or fixed term rollingcontracts which may be terminated by 3months or 6 months notice by either partyunless terminated prematurely.

The Board has in place arrangements to ensurethat all our activities are carried out withintegrity, openness and honesty.

In keeping with the spirit of open government,Board Meetings continue to be open to thepublic with an observer from the CommunityHealth Council at each meeting. Agendas and

papers are routinely available in local librariesand are given to the press prior to the BoardMeetings. The Trust has developed a strategyfor public and user involvement in servicedelivery and has named David Shilton,Executive Director of Nursing & ClinicalGovernance as ‘champion’ of user involvement.

The Chairman and Non-Executive Directors areappointed for an initial period of 4 years andhold their appointment from the Secretary ofState for Health.

The Management Structure in place during2002/2003 is shown below; Trust Boardmembers are marked with an asterisk.

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Managing for you

The Trust Board is made up of Executive andNon-Executive Directors and is responsible formanaging this large and complex organisation,which spent £75.9 million of public money lastyear delivering health services to the people ofSouth Tyneside.

Details of the Board’s members can be found onpage 27 which include company directorshipsand other business interests where thecompany is likely to do business, or is possiblyseeking to do business, with the NHS. ARegister of Interests, which includes these

details, is open to inspection by contacting EdBrennan, Director of Policy & Legal Services atthe Trust Headquarters.

Full details of senior managers’ remunerationare contained on page 40. In addition to theirsalary all Executive Directors are members ofthe NHS Pension Scheme to which the Trustpays a 7% employer’s contribution. Non-Executive Directors are indemnified against therisk of legal action and are covered by theLiabilities to Third Party Scheme, administeredby the NHS Litigation Authority.


“I have recently spent 6 days on Ward 9 for barrier nursing due tosepticaemia. I would be most grateful if you would pass on mymost sincere thanks to all the wonderful staff who took suchgreat care of me. Starting with Kay, who was so friendly andapproachable, through the staff nurses, auxiliaries and domesticworkers, everyone without exception made me feel socomfortable and secure as possible. I am filled with admirationnot only for the work they do but the way in which they do it.Nothing seems to be too much trouble and no matter how busythey are they always have a smile and words of encouragement. I am now feeling much better and will always be grateful for thecare and attention I received on Ward 9.” Chairman*

Chief Executive*Non-Executive Director*

Non-Executive Director* Medical* Executive* Executive* Executive* Executive* Director* Director

Non-Executive Director* Director Director of Director of Director of Director of of of Policy

Non-Executive Director* Nursing & Finance & Organisational Facilities Operations & Legal

Non-Executive Director* Clinical Corporate Development Services

Governance Governance

(Deputy Chief

Executive)


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Members of our Trust Board

A Remuneration Committee, consisting of theChairman and all Non-Executive Directors hasbeen in place since the Trust was established.The Committee advises the Board onappropriate remuneration and terms of servicefor the Chief Executive, Executive Directorsand other senior members of staff.

The Audit Committee comprises Non-ExecutiveDirectors and is chaired by Mrs Val Elsy. Its roleis to ensure that our financial systems and

controls are working effectively, and tomonitor progress on Controls Assurance. Other members of the Committee are Mr John Temple and Mrs Margaret Hamilton.

The Charitable Funds Committee, whichmanages all charitable activities of the Trust, ischaired by Mrs Julie Parkinson, Non-ExecutiveDirector, with membership comprising of allExecutive Directors.


Julie ParkinsonNon-Executive DirectorDirector, Windermere

Consultants (2000) Ltd.

Director, P.D. Parkinson &

Son Properties Ltd.

Chris LumsdonDirector of Operations

Steven FosterExecutive Director of Facilities

Margaret Hamilton Non-Executive DirectorHonorary Treasurer SNIPS

(Special Needs Integrated

Play Scheme)

Mike RobsonExecutive Director ofFinance & CorporateGovernance (DeputyChief Executive)Hon. Treasurer and Director,

St. Oswald’s Hospice Ltd

Director, St. Oswald’s

Hospice Promotions Ltd.

Secretary and Treasurer

of South Shields Indigent

Sick Society

David ShiltonExecutive Director ofNursing & ClinicalGovernanceDirector, Holistic Care

Provision Ltd

Partner in Meadow Lodge

Residential Care Homes,

Kellington

Partner in Meadow Lodge

Home Care Services

Val ElsyNon-Executive Director Company Secretary and

Director of David R. Elsy Ltd.

Ian FrameExecutive Directorof OrganisationalDevelopment

Lorraine LambertChief Executive Member of National Clinical

Assessment Authority

Husband is minority

shareholder in Silverlink

Software, a subcontractor

for NHS computer systems

John TempleNon-Executive Director Director, Tyne & Wear

Development Co. Ltd.

Deputy Leader,

South Tyneside MBC

Peter DavidsonChairmanNon-Executive Director,

Tyneside Economic

Development Co. Ltd.

Vice President,

Marsh Group of Companies

Alan RodgersMedical Director

Examples of our ongoing work in this area include:

We hold the ‘Positive about Disabled People’ two tick award and have successful return to work rehabilitation packages

We have published a Race Equality Scheme

We are a ‘Partner in Race Equality’, through the Tyne & Wear Race Equality Council

We have an Equality & Diversity Policy

Our equality statement

“We are committed to a policy ofequality of opportunity, not onlyin our employment andpersonnel practices, but also in allthe services for which we areresponsible. To ensure that thiscommitment is put into practicewe adopt positive measureswhich seek to remove barriers toequal opportunity and toeliminate unfair and unlawfuldirect or indirect discrimination.”


As a 3 star organisation we will soon beconsidering what opportunities there are inbecoming a Foundation Trust. We will ofcourse be discussing this with a wide range ofpeople and organisations before deciding thebest way forward.

We also have plans for further investment inpatient care including more than £500,000 foradditional nurses in the coming year and in anew MRI scanner to be installed later this year.New services and facilities will continue toimprove the range and quality of care available

for local people. In October 2003 we will startour local angiography service and we arealready recruiting additional Consultant staff insurgery, anaesthetics, radiology and cardiology.

We are drawing up plans for the best use of thewhole South Tyneside District Hospital site,making sure that we include future servicedevelopments and of course a programme ofmodernising everything that we do, improvingall the time and always doing that little bit extrawill continue to be at the top of our agenda.

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How the community sees us Looking to the future

South Tyneside Community Health Council (CHC)is a statutory independent body that exists torepresent the interests of the local populationwith regard to the National Health Service.

Community Health Councils in England willcease to exist on 1st December 2003. SouthTyneside can be proud of the achievements ofits CHC over the past 29 years and the legacyof outstanding community involvement inhealth issues that our successor organisationswill benefit from in future years.

Our successes have been based on the excellentrelationships formed with local health serviceproviders and voluntary groups. The CHC’sapproach has been one of collaboration, notconfrontation, and its role as a ‘critical friend’has led to many service improvements.

The CHC realise how disappointed SouthTyneside Health Care NHS Trust was when itlost its 3 star rating, and we acknowledge thecommitment of the Trust and its staff inregaining such status and the effort that isbeing invested in providing first class healthcare for local people.

Overall, however, it was another successfulyear for the Trust and we applaud itsachievements in winning a nationalmodernisation award for the Fractured Neckof Femur project, the setting up of a rapidaccess chest pain clinic to replace the service

currently provided by the Queen ElizabethHospital in Gateshead, the refurbishment ofthe Radiology department, the success of theCatering Department in a national competitionand the opening of an on-site nursery. On arecent visit to the Infection Control Departmentat the District Hospital, CHC members wereimpressed with the enthusiasm and pro-activeapproach within the department.

Whilst the CHC might be going, we leavebehind a large group of volunteers with agreat deal of experience in patient and publicinvolvement and hope that our successors willbuild on that knowledge and enthusiasm.

We are confident that, thanks to the Trust’sproactive Patient and Public InvolvementStrategy and the commitment of its staff andits Board, our successors will be able to ensurethat the voices of patients and the widerpublic will continue to be heard in theplanning and delivery of local health services.

Gail BradyChairperson


Members of the Fractured Neck of Femur Project Team receiving their National Modernisation Award

GR

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Making the best use of the resources we havecan be demonstrated by the fact that weachieved all four of our financial duties:

Break even on Income and Expenditure

We must ensure that our income is sufficientto meet our expenditure, taking one year withanother. This year we consolidated the strongfinancial performance of the previous twoyears by achieving a small surplus of £6,000.This means that we met our target to breakeven and made best use of the money wehave. A dividend of £3,630,000 was passed tothe Government.

Achieve Capital Cost Absorption Rate of 6.0%

We achieved a rate of 6.2%, within theDepartment of Health’s materiality range of5.5% to 6.5%. The rate is calculated by takingdividends paid on public dividend capital,totalling £3,630,000, as a percentage of theaverage relevant net assets of £58,583,000.

To stay within our External Financing Limit

This target sets a cash limit for the Trust bydefining the level of net borrowing available(positive EFL), or repayment required (negativeEFL). Within the year we were set an EFL of(£6,269,000) but were able to repay £6,273,000.

To stay within our Capital Resource Limit

The Government sets a limit against which the money we spend on capital investment onitems such as land, buildings and equipment is controlled. Our limit for the year was£717,000 against which we underspent by£94,000. Total capital expenditure was£4,664,000 but was adjusted by a total of£4,011,000 for the value of land, buildings and equipment transferred to South TynesidePrimary Care Trust, South of Tyne andWearside Mental Health Trust, and otherassets disposed of during the year.

These financial targets were met througheffective financial management, including a costreduction programme of £2,046,000. Costpressures continue and we face a further costreduction requirement of £1,102,000 in 2003-04on top of other one off savings we plan to make.

We are required to comply with the BetterPayment Practice code and details of compliancewith the code are given on page 39. Details ofthe management and administration costs ofthe Trust are given on page 39. As a percentageof income management costs show an increasefrom 4.77% to 5.6%. This is partly as a resultof the transfer of services to other localorganisations.

The pay award to Senior Managers at 3.6%was in compliance with guidance issued by theDepartment of Health.

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Operating and financial review

The way services are provided locally waschanged in 2002 with the establishment of theSouth Tyneside Primary Care Trust and theSouth of Tyne and Wearside Mental HealthTrust. As a result we produced a new StrategicDirection document setting out how we hopeto develop our services over the next 5 years.

We aim to deliver prompt, convenient, highquality services with more choice for patientsand over the next five years intend to:

Make measurable progress in all that we do

Make the best use of the resources we have available to deliver services

Further modernise our approach to care

Measurable progress can be seen in ourperformance shown in figures below:

FinishedConsultantEpisodes(2002/03 excludesmental health activity)

Waiting Listsas at 31March 2003


“After spending 8 nights in Ward 6, and having a biopsy yesterdayin Ward 4 for my illness ‘Temporal Arteritis’, I felt that I had towrite to you to say how impressed I have been with the care andkind attention of doctors, nursing staff and everyone on the A&Bteams. The choice of food and quality was excellent, and the TVand telephone system such an important factor for patients tokeep in touch with their friends and families. The media of TV andthe press do not highlight all the excellent care that patientsreceive in hospital. Please accept this donation to go to patientcare in the hospital. You are doing a sterling job indeed.”

EmergenciesDay CaseIn-patient

2265721084

11708 12314

3905 3488

2001/02 2002/030

5000

10000

15000

20000

25000

30000

35000

40000

9-11 months6-8 months3-5 months0-2 months

15

136

101397

298

1202 1190

2001/02 2002/030

200

400

600

800

1000

1200

1400

1600

1800


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In 2002 some services were transferred to newNHS bodies. Community health services weretransferred to South Tyneside Primary CareTrust and mental health services to the Southof Tyne and Wear Mental Health Trust. It is notexpected that the core activities of the Trust orthe volume of activity will change significantlyover the coming year.

The Trust continues to supply a number ofclinical and non-clinical support services to bothorganisations under service level agreementswith a total value of approximately £5.6 million.Fixed assets, mainly health centres and clinics,totalling £3,712,000 in value were transferredto the new organisations at 1st April 2002.

There were no significant changes inaccounting policies during the year. In line withnational guidance, a prior period adjustmentwas made in respect of early retirements priorto 6th March 1995, the costs of which hadpreviously been charged to the income andexpenditure account as they arose. The totalvalue of the adjustment was £566,639.71.

Charitable Funds

We are very fortunate in the level of supportwe receive from our local community inproviding our services. Often this support is

expressed in the form of donations or money isleft to us in wills. The Trust Board (as Trustees)must manage these generous gifts in line withCharities Law. Last year we were particularlyfortunate and received £518,000 in total. Inparticular one donor, who wished to remainanonymous, gave us £250,000 for the purchaseof equipment on the Children’s Ward. Wespent £169,000 on such things as equipment,patients’ comforts and research and arebringing forward plans to use all of the fundsavailable. The Trust Board’s Charitable FundsSub-Committee is charged with activelymanaging the funds available to make sure allfunds received are used in the way that donorsintend and produces a separate annual reporteach year.

The summary financial statements includingthose for Charitable Funds which follow onpages 34 to 41 are an extract from the fullAnnual Accounts which can be obtained, freeof charge, from:

Mr M P RobsonExecutive Director of Finance & Corporate Governance

South Tyneside Health Care NHS TrustHarton Wing, South Tyneside District HospitalHarton Lane, South ShieldsTyne & WearNE34 OPL


I have examined the summary financialstatements set out on pages 34 to 41.

This report is made solely to the Board ofSouth Tyneside NHS Trust in accordance withPart II of the Audit Commission Act 1998 andfor no other purpose, as set out in paragraph54 of the Statement of Responsibilities ofAuditors and of Audited Bodies, prepared bythe Audit Commission.

Respective responsibilities of directors and auditors

The directors are responsible for preparing theAnnual Report. My responsibility is to report toyou my opinion on the consistency of thesummary financial statements with thestatutory financial statements. I also read theother information contained in the AnnualReport and consider the implications for myreport if I become aware of any misstatementsor material inconsistencies with the summaryfinancial statements.

Basis of opinion

I conducted my work in accordance withBulletin 1999/6 ‘The auditor’s statement on the summary financial statements’ issued bythe Auditing Practices Board for use in theUnited Kingdom.

Opinion

In my opinion the summary financialstatements are consistent with the statutoryfinancial statements of the Trust for the yearended 31 March 2003 on which I have issuedan unqualified opinion.

Mr J Connolly Audit Manager

Audit Commission, Nickalls House, Metro Centre, Gateshead NE11 9NH

3 September 2003

Independent Auditor’s Report to the Directors of the Board of South Tyneside Health Care NHS Trust on the SummaryFinancial Statements


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31/03/03 31/03/02£000s £000s

Fixed assets:Intangible assets 0 0Tangible assets 70,507 64,591

Current assets:Stocks and work in progress 939 914Debtors: (amounts due within 1 year) 7,410 4,241Debtors: (amounts due after 1 year) 87 74Cash at bank and in hand 229 256

Total current assets 8,665 5,485

Creditors (amounts falling due within 1 year) (12,273) (7,456)

Net current assets / (liabilities) (3,608) (1,971)

Total assets less current liabilities 66,899 62,620

Creditors (amounts falling due after 1 year) 0 0

Provision for liabilities and charges (3,383) (1,547)

Total assets employed 63,516 61,073

Financed by:

Public dividend capital 40,386 46,517

Revaluation reserve 20,512 13,539

Donated asset reserve 1,045 965

Government grant reserve 342 319

Other reserves 0 0

Income & expenditure reserve 1,231 (267)

Total capital and reserves 63,516 61,073

This is the value of land, buildings andequipment we own

Balance Sheet as at 31 March 2003

Mainly drugs and other medical consumables,ready for use in treating patients

Money owed to the Trust (mainlyby NHS bodies) which will bereceived after 31.3.04

Funds from the Government onwhich a dividend is paid each year

Increase in the value of assets due toinflation since the Trust was formed

The value of assets which wereoriginally bought fromcharitable donations

Our accumulated surplussince we became a Trust

Money we owe to suppliers, the InlandRevenue and other NHS bodies

Money owed to the Trust, which is dueto be repaid in the coming year

Provision for events in the current orprevious years, for which we expect tobe liable to make a payment, but theexact amount is not certain

Lorraine Lambert Chief ExecutiveMike Robson Executive Director,Finance and Corporate Governance

The value of assets whichwere originally funded byGovernment grants


2002/03 2001/02£000s £000s

Income from activities:Continuing operations 68,052 78,318

Other operating income 7,889 5,034

Operating expenses:Continuing operations (72,191) (79,942)

Operating surplus / (deficit):Continuing operations 3,750 3,410

Exceptional gain: on write-out of clinical negligence provisions 0 3,335

Exceptional loss: on write-out of clinical negligence debtors 0 (3,335)

Cost of fundamental reorganisation / restructuring 0 0

Profit / (loss) on disposal of fixed assets (299) (10)

Surplus / (deficit) before interest 3,451 3,400

Interest receivable 231 167

Interest payable 0 0

Other finance costs (46) (30)

Surplus / (deficit) for the financial year 3,636 3,537

Public Dividend Capital dividends payable (3,630) (3,524)

Retained surplus / (deficit) 9 6 13for the financial year

Income and ExpenditureAccount for the yearended 31 March 2003

Arising from the disposalof assets that were nolonger required

Money from Strategic HealthAuthorities, Primary CareTrusts, other NHS bodies andnon-NHS purchasers to payfor the costs of providingour services

Research & development andtraining doctors and nursesand other income

The cost of salaries, drugs, runningour premises and providing assetsto deliver our services

We are required to make asurplus which is used tomake repayments to theGovernment for the fundsinvested in the Trust

Interest earned on ourbank accounts

Represents interest onprovisions held by theTrust, charged to ensurethat all provisions are heldat current value

This shows we made asurplus both this yearand last, which hasenabled us to meet ourbreakeven target

The actual dividend paidto the Government


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2002/03 2001/02£000s £000s

Surplus / (deficit) for the financial year before dividend payments 3,636 3,537

Fixed asset impairment losses 0 0

Unrealised surplus / (deficit) on fixed asset revaluations / indexation 8,628 1,397

Increases in the donated asset and Government grant reserve due to receipt of donated and Government grant financed assets 31 361

Reductions in the donated asset and Government grant reserve due to depreciation, impairment and disposal of donated and Government grant financed assets (91) (69)

Additions / reductions in ‘other reserves’ 0 0

Total gains and losses recognised in the financial year 12,204 5,226

Prior period adjustment (567) 0

Total gains and losses recognised in the financial year 11,637 5,226

Statement of total recognised gains andlosses for the year ended 31 March 2003

36

2002/03 2001/02£000s £000s

Operating activities:

Net cash inflow from operating activities 10,424 6,886

Returns on investments and servicing of finance:

Interest received 231 168Interest paid 0 (24)Interest element of finance leases 0 0

Net cash inflow / (outflow) from returns on investments and servicing of finance 231 144

Capital expenditure:

Payments to acquire tangible fixed assets (4,500) (3,733)Receipts from sale of tangible fixed assets 3,718 0(Payments to acquire) / receipts from sale of intangible assets 0 0

Net cash inflow / (outflow) from capital expenditure (782) (3,733)

Dividends paid (3,630) (3,524)

Net cash inflow / (outflow) before financing 6,243 (227)

Financing:

Public dividend capital received 81 886Public dividend capital repaid (not previously accrued) (6,212) 0Public dividend capital repaid (accrued in prior period) (169) (778)Loans received 0 0Loans repaid 0 0Other capital receipts 30 153Capital element of finance lease rental payments 0 0Cash transferred from / to other NHS bodies 0 0

Net cash inflow / (outflow) from financing (6,270) 261

Increase / (decrease) in cash (27) 34

Cashflow statement for the year ended 31 March 2003

This is the money we received as income within theyear less that spent on operating expenses. It isbigger than the operating surplus because sometransactions within operating expenditure, such asdepreciation, do not involve the use of cash

This shows by how muchour cash balances increasedand that we met ourExternal Financing Limit

Mainly invoices paid topurchase newequipment andimprove our buildings

Cash received from theGovernment to invest inbuildings and equipment


Action: Update the Board level reviewof strategic risks.Target Date: October 2003

Action: Implement the Trust’s revisedrisk management strategy, review riskawareness training, develop a commonframework for the classification andprioritisation of risks across all activitiesand introduce a risk register.Target Date: December 2003

Action: Review assurance provided tothe Board in line with nationalguidance. Target Date: December 2003

Action: Participate in benchmarkingand develop the monitoring andreview of performance indicators forall controls assurance standards.Target Date: March 2004

Action: Develop a communicationstrategy to inform staff and externalstakeholders of the principal risks to theachievement of the Trust’s objectivesand how these are managed.Target Date: March 2004

Lorraine LambertChief Executive(on behalf of the Board)

11th July 2003

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Statement of Directors’responsibility in respect ofinternal financial control

The Board is accountable for internal control.As Accountable Officer, and Chief ExecutiveOfficer of this Board, I have responsibility formaintaining a sound system of internal controlthat supports the achievement of theorganisation’s objectives, and for reviewing itseffectiveness. The system of internal control isdesigned to manage rather than eliminate therisk of failure to achieve these objectives; itcan therefore only provide reasonable and notabsolute assurance of effectiveness.

The system of internal control is based on anongoing risk management process designed toidentify the principal risks to the achievementof the organisation’s objectives; to evaluatethe nature and extent of those risks; and tomanage them efficiently, effectively andeconomically. The system of internal control isunderpinned by compliance with therequirements of the core Controls Assurancestandards:

Governance

Financial Management

Risk Management

As Accountable Officer, I also haveresponsibility for reviewing the effectivenessof the system of internal control. My review ofthe effectiveness of the system of internal

control has taken account of the work of theexecutive management team within theorganisation who have responsibility for thedevelopment and maintenance of the internalcontrol framework, and of the internalauditors. I have also taken account ofcomments made by external auditors andother review bodies in their reports.

The assurance framework is still being finalisedand will be fully embedded during 2003/04 toprovide the necessary evidence of an effectivesystem of internal control.

The actions taken so far include:

The Trust has undertaken a self-assessment exercise against the core Controls Assurance standards (Governance, Financial Management and Risk Management).An action plan has been developed and implemented to meet any gaps

The Trust has in place arrangements to monitor, as part of its risk identification and management processes, compliance with other key standards, including relevant Controls Assurance standards covering areas of potentially significant organisational risk

The Trust has reviewed its incident reporting policies and procedures and considered options for achieving a coordinated approach to the reporting and grading of all incidents

In addition to the actions outlined above, inthe coming year it is planned to:


2002/03 2001/02£000s £000s

Management costs 4,009 3,977

Income 70,305 82,956

2002/03 2001/02Number Number

Total bills paid in the year 29,397 31,101

Total bills paid within target 29,058 30,596

Percentage of bills paid within target 98.85% 98.38%

Management costs

Better PaymentPractice Code -Measure ofCompliance

2002/03 2001/02 2000/01£000s £000s £000s

Turnover 75,941 83,352 77,520

Retained (deficit) / surplus for the year 6 13 16

Breakeven cumulative position 55 49 36

BreakevenPerformance2002/03

Management costs include the costof Executive Directors, Director ofOperations and Clinical Leads,corporate functions such asFinance, Personnel, Performance &I.T., Facilities management andconsultancy costs. They alsoinclude the costs of managingclinical departments

The Better Payment PracticeCode requires us to paysuppliers within 30 days ofreceiving a valid invoice

The breakeven performance showsthe Trust achieving its statutoryduty to ensure that expenditure ismatched by income over a three year period

38


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Charitable Funds

31/3/03 31/3/02£000s £000s

Fixed assets

Intangible Assets 0 0

Tangible Assets 0 0

Investments 1,156 1,114

Total fixed assets 1,156 1,114

Current assets

Stocks 0 0

Debtors 7 6

Short term investments & deposits 493 164

500 170Creditors

Amounts falling due within one year (32) (48)

Net current assets / (liabilities) 468 122

Total assets less current liabilities 1,624 1,236

Total Net assets 1,624 1,236

Capital funds

Endowment 9 9Restricted 48 45Unrestricted 1,567 1,182

Total funds 1,624 1,236

Balance Sheet as at

31 March 2003

Statement of Financial

Activities for the year

ended 31 March 2003 2002/03 2001/02£000s £000s

Incoming resources

Donations 179 122

Legacies 280 679

Investment income 81 60

Other incoming resources 4 4

Total incoming resources 544 865

Resources expended

Costs of generating funds 2 1

Direct charitable expenditure 192 133

Management & administration 4 4

Total resources expended 198 138

Net incoming / (outgoing) resources 346 727

Gains on investment assets

Realised 0 0

Unrealised 42 (37)

Net movement in funds 388 690

Fund balances brought forward at 31 March 2002 1,236

Fund balances carried forward at 31 March 2003 1,624

40

Salary and pension entitlements of senior managers

P Davidson, Chairman 57 15-20

VE Elsy, Vice-Chairman 56 5-10

MA Hamilton, Non-Exec. Director 64 5-10

J Parkinson, Non-Exec. Director 39 5-10

JR Temple, Non-Exec. Director 43 5-10

LB Lambert, Chief Executive 45 85-90 7.0 2.5-5.0 25-30

A Rodgers, Medical Director 46 20-25 90-95 1.5 5.0-7.5 30-35

MP Robson, Executive Director ofFinance & Corporate Governance 47 75-80 0.5 2.5-5.0 25-30

D Shilton, Executive Director ofNursing & Clinical Governance 46 55-60 2.1 0-2.5 15-20

SC Foster, Executive Director of Facilities 40 55-60 0.4 0-2.5 10-15

IH Frame, Executive Director ofOrganisational Development 44 55-60 0.5 0-2.5 15-20

C Lumsdon, Director of Operations 42 55-60 0-2.5 15-20

E Brennan, Director of Policy & Legal Services 57 45-50 0-2.5 15-20

L Cope, Consultant Surgeon 46 95-100 0-2.5 25-30

S Cronin, Consultant Surgeon 44 85-90 1.4 0-2.5 15-20

A Reece, Consultant Surgeon 58 75-80 0-2.5 30-35

Salary

(bands of£5,000)

Age OtherRemuneration

(bands of£5,000)

GoldenHello /

Compensationfor Loss of

Office

Benefits in Kind*

RealIncrease inPension at

Age 60

(bands of£2,500)

TotalAccrued

Pension atAge 60 at 31March 2003

(bands of£5,000)

£000s£000s£000s£000s£000s£000s

* All benefits in kind relate to lease cars provided under the Trust Lease Car Scheme


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We hold our Trust Board meetings in publicevery month. We very much welcome membersof the public to attend and hear about issuesfacing local health services. These meetings willbe held in the Education Centre, South TynesideDistrict Hospital, South Shields, unlessotherwise notified. These are always advertisedin the local press and many other placesincluding local libraries and GP surgeries.

Details can also be found on our websitewww.sthct.nhs.uk or you can contact:

Christine MorganPrivate Office ManagerTel: (0191) 202 4007

The dates for the Trust Board meetings for2004 are detailed below:

2nd February

1st March

29th March

4th May

1st June

28th June

2nd August

27th September

27th September - Annual General Meeting

1st November

29th November

20th December (to be confirmed)

South Tyneside Health Care NHS TrustHarton WingSouth Tyneside District Hospital Harton Lane, South ShieldsTyne & Wear NE34 0PL

Tel: (0191) 454 8888Fax: (0191 427 9908

Man

ag

ing

for Y

ou

45

Use

ful In

form

atio

nC

ele

bra

ting

Su

ccess

45

Trust Board meetings for 2004

South Tyneside Health Care NHS Trust44

Where we provide our services...

South Tyneside Health Care Trust

South Tyneside District Hospital

Harton Lane, South Shields, Tyne & Wear, NE34 0PL

☎ (0191) 454 8888

Palmer Community Hospital

Wear Street, Jarrow, Tyne & Wear, NE32 3UX

☎ (0191) 451 6000

Primrose Hill Hospital

Primrose Terrace, Jarrow, Tyne & Wear, NE32 5HA

☎ (0191) 451 6375

Monkton Hall

Monkton Lane, Jarrow, Tyne & Wear, NE32 5NN

☎ (0191) 451 6275

South Tyneside Primary Care Trust

Boker Lane Clinic

Boker Lane, East Boldon, Tyne & Wear, NE36 0RY

☎ (0191) 554 3200

Flagg Court Health Centre

Flagg Court, South Shields, Tyne & Wear, NE33 2DW

☎ (0191) 451 6435

Health Promotion Centre

Hospital Drive, Hebburn, Tyne & Wear, NE31 2TH

☎ (0191) 451 6600

Hebburn Health Centre

Campbell Park Rd, Hebburn, Tyne & Wear, NE31 2SP

☎ (0191) 451 6200

Jarrow ComCare

Glasgow Road, Jarrow, Tyne & Wear, NE32 4AV

☎ (0191) 451 6330

Marsden Road Health Centre

Marsden Rd, South Shields, Tyne & Wear, NE34 6RE

☎ (0191) 451 6560

Stanhope Parade Health Centre

Gordon St, South Shields, Tyne and Wear, NE33 4GA

☎ (0191) 451 6100

South of Tyne and Wearside Mental Health Trust

Boldon Lane Health Centre

Boldon Lane, South Shields, Tyne & Wear, NE34 0NB

☎ (0191) 451 6405

45

“I do believe that all successful teams andorganisations have a few identicalcharacteristics: great team players andinnovative and motivated leadership.

I would therefore like to convey my thanks toLorraine, the Trust Board and all colleagues inthe Trust for yet again delivering an excellentstandard of health care to South Tyneside.”

Peter Davidson

Chairman

South Tyneside Health Care NHS Trust46

The text of this report can be made available inseveral languages or on audio tape.

It is also available on CD in PDF format whichcan be read in Adobe Acrobat.

Contact Penny Maccoy, Finance Department, atthe address on the back cover for details.

A final word...

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